Thursday, 21 March 2019

Boeing and ERP in the Clouds

I was reading an article the other day by a friend and associate of mine Linda Popky. She is a US based consultant who specialises in marketing. She made an interesting observation. “While it’s too soon to know the definitive cause of this latest disaster, it’s highly unusual for two brand new airplanes, flown by experienced pilots of airlines known to be safety conscious, to fall out of the sky like this. The odds of two brand new aircraft of the same make and model randomly crashing within five months of each other are something like 1 in 10 billion.”
While Boeing originally maintained the aircraft were safe, they have now grounded them after a plethora of countries, Australia included, grounded them. I, for one, would not have my backside sitting in one of those planes at the moment. However, what is known at this point of time is:
  • There was an experienced and well thought of pilot at the controls of the Ethiopian fight – he had in excess of 8,000 hrs flight time.
  • The airframe of the 737-Max is the same as the 737-100, but this is where the similarity between the two aircraft ends - they are similar in shape only.
  • 737-Max requires sophisticated software and system controls to maintain the same flight characteristics as the other 737 airframes. One reason for this additional requirement is; the position of the engines has been moved further forward on the wing of the Max and this has changed the flight characteristics. Particularly at lower altitudes. Boeing fixed that issue through the use of software.
  • Many 737 pilots are saying training materials for the new aircraft are very sparse compared to old manuals, due to the automation brought about by the software.
  • Pilots can get a rating on 737’s without making a distinction on the model. It makes sense that the differences and failure modes (the software) of each model are going to digress at some point. Potentially resulting in pilots not knowing the full extent of the aircraft’s likely behaviour under differing circumstances.
  • While there is no proof yet this is the cause of the two recent crashes, this supposed failure mode has to do with a sensor telling the system that the plane is about to stall. When in fact it is not. However, the software pitches the airplane down anyway, due to the software that compensates for the engine mass being further forward of other 737s.
  • Boeing has been trying to get a major software fix out to the fleet for several months that may or may not fix this issue.
So, you may be asking what is the relevance of this to ERP flying in the cloud? The key points I see from these recent incidents are:
  • As technology embeds itself in our daily lives more and more, we run the risk in assuming that every technology release is better than the last. When in fact this is not always the case. Technology for technology's sake is not necessarily a good thing. There have been many early adopters of cloud ERP with the promise of lowering costs, ever improving and seamless updates. I am not yet fully convinced this will always be in the customer’s interests.
  • When you make a change, there is always an unexpected consequence. This is becoming more evident in Boeing’s case with the positional shift of the engines. It also seems to indicate Boeing is finding it difficult to test the software for every different possible scenario. So, when the software companies regularly release software updates with new functionality in their new cloud offerings, you need to fully understand what the impacts to your business will be. In my opinion companies will have to develop a completely new set of behaviours to effectively manage the regularity of the functional releases. I am not confident these new behaviours will be widely adopted, because there will be additional costs associated to these behaviours. These additional costs will be hard to justify when the shift to the cloud was sold on the basis it would provide a reduction in costs. The new behaviours I specifically refer to are:
    • Having a detailed understanding of your instance of the software. In the past, a company could engage a system integrator to implement the system into the business. That is essentially, “do it for us and teach us how to use it”. A common result of this approach is the people in the business do not understand the core configuration settings or the rationale of why a system behaves or performs in a particular manner. In my mind, this has been a core reason why ERP system implementation projects have such a high failure rate. If this understanding and capability is not built in your team from the beginning as you implemented the new cloud version of the system, then there will be a massive catch up when the update releases arrive – of such proportions some companies may not be able to actually catch up.
    • Having a new regime of regression testing all new software updates to ensure you fully understand what the potential impact will be on the business. The frequency of modern cloud based software updates may actually introduce a cost to the business that never existed before – that of a dedicated regression testing person/team. Otherwise, the impacts may not be fully known or understood – not dissimilar to those of the airlines and Boeings software releases.
    • Boeing is, reportedly, having difficulties pushing the software updates out to the various airlines, as the airlines are all handling these releases in a different fashion. The level of regression testing at Boeing and the two airlines that have experienced the crashes does not appear to have been complete. If they had, there is a high chance the issue would have been identified and preventive actions put in place before a plane crashed. The large software vendors will have similar issues I suspect. While there are a number of applications where this is working well, there are also some where it is not.
    • The consequences of not understanding your system and the impact updates are going to have – could be large. Software companies are promising that no existing code will be impacted and the future releases are enhancements and not changes to previously core code. Unfortunately I have been around software for a long time now and while this is a worthy goal, I will believe it when I see it. IN the meantime until this has been demonstrated though consistent practice, I will be advising clients to take precautionary steps and test to be certain. Hopefully impacts will not catastrophic as we saw with Boeing but ERP does have a reputation of having large impacts on a business. Both positive when done well and negatively when not.
    • Boeing’s reputation is at sever risk here and the financial impact has been substantial. At the time of writing this $28 Billion of the value of their stock has been lost. This could likewise be a window into the future for some of the software companies offering cloud offerings.
Don’t get me wrong, the new cloud era is not all doom and gloom. Many of the new cloud offerings have the potential to provide massive improvements in business performance when handled correctly. 
It is just the landscape has changed and a company’s approach needs to change as well. The ERP landscape has been full of unlearned lessons. The industry seems to keep making the same mistakes over and over again. I believe this is due to the fact that executives rarely undertake these projects and when they do, they don’t or won’t look back and review lessons learnt. Case in point, I am frequently having the same conversation about budget and the components needed to successfully implement, over and over again with new prospects. There is constant pressure to do it more cheaply rather than constant pressure to do it right. Counterintuitively doing it the right way is the cheapest!
Experienced and independent advice can help you set your ERP strategy up for success and assist you to keep it on track. If you are thinking of a shift to the cloud, if your current software vendor has indicated you are no longer supported and need to move – then give me a call for a confidential chat

Until next month ...

Sincerely,

David.

P.S. After writing this, the news has come through that the initial examinations of the black boxes are showing similarities in the behaviours of the Lion Air & Ethiopian aircraft.

Wednesday, 27 February 2019

Hayne Royal Commission

I was reading Dean Robinson's newsletter recently. Dean has been a friend and associate of mine for quite a number of years now. In his regular newsletter he was commenting on how the royal commission will be impacting his market, that of small and medium family business, seeing he is The Family Business Transformer. (You can sign up for Dean's Newsletter here)

So each of his points got me thinking ...

He mentioned that borrowing will be more difficult to the point of a possible credit crunch. Banks will be making companies jump through previously unheard of hoops to get access to money. Well, for some businesses, that may not actually matter.

Because interest rates have been so low for so long, combined with the fact we have a number of generations of managers who have never been through a recession, many businesses are carrying way more inventory than they should or could. I heard a story the other day of a $12 mil revenue business carrying $4 mil of inventory. Right there, is a truck load of cash that would not have to be borrowed, if it could be released back into the business.


Strangely enough a well implemented ERP system, operating in a disciplined business can help you release that cash back into your business. It is an old school concept, and one that I feel will make a strong comeback soon, that inventory has a cost. Many executives, particularly those who have not managed in hard times, do not believe that inventory has a cost. This belief is often based purely on the fact there is no line item on their P&L called inventory carrying cost. During my 20 plus years of consulting, I have heard many business owners say, "inventory is cheap".

Well that is simply not right. The cost in reality can be between 12 and 20 percent of the value of the inventory being held. While there is no P&L line item, the cost is no less real, as it hides in each and every other line item on that P&L. At the very least the opportunity cost of the money and how else it could be deployed is an expense that is not being considered. So if you are finding it more difficult to get access to borrowings from your lender of choice - perhaps an investment in a inventory reduction and maintenance project and a redeployment of those bank fees you will be charged could be extremely beneficial.

Another two key points he made were; 1) underperforming loans will be pulled and poor financial performance will be penalised and 2) Owners need to know their operational numbers - daily.

Again a well implemented ERP can help here. A well crafted dashboard will be able to provide you will real time access to your key operational numbers, thereby allowing you to make better and more timely decisions. By making these correct decisions on a daily basis helps build your resiliency and thereby avoid being classified as poor performing.


The one thing I have learnt over my many years of consulting is, there is never a perfect time to undertake these projects. If this is your year for growth and/or your system and associated labyrinth of spreadsheets that you rely on to make your decisions is holding you back? There is no better time than now to set yourself up for future growth.

True independent advice can provide:
  • An honest point of view
  • A proven methodology
  • Knowledge of what questions to ask  and an ability to put the vendor under pressure to prove their statements of capability
  • Support to executives so their risk is minimised
If you or anyone you know is looking:
  • To improve the way their business operates 
  • To improve the way they leverage their current system
  • To replace their current system
give me a call for a confidential discussion on the best way to achieve this, because many of the most expensive mistakes are made early in the process.

Until next month ...

Sincerely,

David.


© David Ogilvie

Wednesday, 23 January 2019

ERP Software Contracts

I have made the prediction that there is to be a significant increase in the the number of organisations changing their business systems over the next few years. Combined with this and the fact most will be considering cloud options for the very first time, now is a time when frank, independent advice will be needed more then ever.

The process of selecting the right ERP system for your business can be an exhausting one. I have seen selection processes take as much as 18 months to complete. Something that should never happen and when they take this long, it is a signal something is very, very wrong. It could be:
  • You need an advisor to lead you through the process.
  • You have the wrong advisor leading you through the process. It is often the case auditing or accounting firms believe they have the expertise to do this when they in fact they don't.
  • You have an advisor that is wedded to their methodology and is creating a mountain out of a molehill. 
This process should not take any more than three to four months - tops. However when you do finally get to the point of being comfortable with the vendor of choice, there is one more critical step to take. A step that is often rushed and/or over looked completely because everyone wants to get started. That step is: Negotiating the clauses of your agreements.

The number and type of agreements vary from vendor to vendor. In essence you will be required to read, agree to and sign one or more of the following:

  • Software license/subscription agreement
  • Software service agreements
  • Master services agreement
  • Statement/s of Work
I advise my clients to get sound legal counsel on these agreements and I have one in particular I recommend. He has worked for software companies and has now starting working for himself. He understands the landscape. If you are interested you can listen to a podcast he and I recorded sometime ago before he started his own practice here.

Let me say at the outset I am not a legal expert but my comments below are a summary of the various conversations I have had with legal experts and what I have observed in my 20 plus years of doing this. (So as the adverts that want to limit their liability say, "Please do not take this as legal advice - seek a professional")

My thoughts and comments on this are:
  • You want to negotiate with your software vendor in a reasonable manner ensuring you keep a productive tone to all your negotiations. We want a win-win for both sides of the transaction and agreement on obligations required by both parties during the course of the relationship. Of course you also want protection in case the worst happens.
  • You want to build into your agreements incentives for the vendor to perform their obligations as agreed. If there is no incentive and you are on a times and materials contract, there is no incentive for the vendor to deliver quickly. In fact the opposite is true.
  • One of the biggest mistakes I see is clients negotiating hard on the vendor's consultant charge out rates and on the cost of licensing/subscription. Remember they are in business to make a profit and you want them in business in future so they are able to support you. If push comes to shove and they have to make a determination between helping you or another client, I can assure you the client with the best margin will get the attention first. Your focus should be on ensuring they are capable of delivering high quality deliverables on time rather than on specific rate discounts. You will save significantly more by ensuring you are on time than you ever will by negotiating lower rates.
  • Remember the documents your vendor will want you to sign will limit their risk and exposure. Signing their standard document is never in your best interests. You need to negotiate delivery obligations, terms, performance, conditions and consequences when these are not delivered as expected - not rates. The most aggressive document I have seen was one where the vendor agreed to all care and no responsibility and no negotiation whatsoever. Take it or leave it. Not the type of business relationship I would want to enter into and I certainly do not advise my clients to accept such an arrangement either.
  • You need to be sure you fully understand what every term means. It is often not what is said that can become an issue, it is what is unsaid or inferred. Terms do not necessarily mean what you think they mean. Check them again and again.
  • How the vendor approaches being challenged on their agreements will give you an insight to how they will perform in the implementation. There is always tension in an implementation - always. And understanding how they will behave under this stress gives insight to how they will perform for you.
Being a truly independent advisor I can provide:
  • An honest point of view
  • A track record of success
  • A kit bag of tools to draw from 
  • Knowledge of what questions to ask and an ability to put the vendor under pressure to prove their statements of capability
  • Support to executives so their risk is minimised
Please feel free to reach out to me even if you would like a sounding board for a decision or issue you are currently facing, if you or anyone you know is looking -
  • To improve the way their business operates 
  • To improve the way they leverage their current system
  • To replace their current system
Give me a call for a confidential discussion on the best way to achieve this.

Until next month ...

Sincerely,

David



Thursday, 13 December 2018

Merry Christmas - 2018

Merry Christmas



As the Christmas season quickly comes upon us, I would like to wish all my readers and contacts the very best for the season. I do hope you and your family have a happy and safe break. I look forward to seeing you all again next year.

Over the Christmas break I often reflect on the year that has been and the year to come. Below, please find a small selection of my predictions for 2019:
  • The momentum to cloud offerings from software vendors will increase.
  • The number of companies that consider changing their systems will increase, because so many companies are still on old systems.
  • The number of ERP failures will increase over the next few years as; 1) the number of unseasoned executives make old mistakes around ERP selection and implementation; and 2) the number of new challenges being presented by the new cloud offerings are dealt with. There will never be a more important time to get experienced independent advice.
  • The ability of a company's IT team to access the back end databases will come to an end as the large software vendors lock down data in their cloud offerings. Some because of the multi-tenant arrangements and some because of revenue generating opportunities.
  • The level of service being delivered from cloud software vendors will diminish over time as the volume of service requests they have to deal with increase.
  • The movement to the cloud has placed the revenue model software partners relied on for so long, at risk. The subscription model has removed a significant layer of revenue from partners and shifted it back to the original vendor. The impact is partners will be seeking new avenues of revenue. How they respond to this challenge will be highly dependent on the individual company's culture. Some will resort to telling more lies than normal or at least saying less than usual, thereby increasing the risk of failure. (It is my contention it is more important to understand what a software salesperson is NOT saying, than what they say.)
Once again, best wishes for the Christmas/New Year season. I look forward to seeing you next year.

A small reminder, if you or anyone you know is looking:
  • To improve the way their business operates 
  • To improve the way they leverage their current ERP system or
  • Are thinking about replacing their current ERP system
Give me a call for a confidential discussion on the best way to achieve this.

Until next year ...



Wednesday, 14 November 2018

Recent Life Lessons

This year has been full of project starts for me. Both on a personal and business level. Personally my mum moved into aged care this year and I was thrust into the world of pain and bureaucracy that comes with that industry. I was lucky because one of the staff of my client had just been through the same process and we were discussing the difficulties we experienced in the lunch room one day. She mentioned she had an aged care broker help her. I instantly found myself walking in the shoes of my customers. Here I was trying to wade my way through an industry I did not know, one that contains a million minefields, any one of which could have caused us significant pain. Short story is, the broker provided outstanding service and helped us enormously. 

I immediately appreciated the position executives about to embark on an ERP replacement project feel. It is clear executives get too close to their business sometimes and don't see the forest for the trees. I clearly had fallen into this trap myself. The ERP industry is no different to the aged care industry in that it embraces a product one generally has little deep knowledge about and one that you generally do not work with until you need a change. The value of reliable, independent and experienced help became extraordinarily personal and clear to me.


On a business level I have embarked on a growth path moving from the one man band I have been for 20 plus years to a small niche consultancy with broader capabilities. As a result of this growth, we have started a number of ERP projects this calendar year. By comparing the kick off process for these projects has once again reminded me of some key topics that contribute to the success or otherwise of your projects. My reminders were:
  • How important getting good advice is. As I have mentioned in previous newsletters
    and in a number of my published articles buying a new ERP is like sending your 16 year old daughter, who has no idea about cars, to a second hand car dealer to buy her first car with no advice or guidance. Fraught with danger. Get an experienced guide. The cost of this will be around 1% or 2% of your overall ERP budget. Cheap insurance and insignificant in the overall long-term view of things.
  • How important the selection of your vendor is. Not all vendors are the same. Some perform extraordinarily well while some ... well not so much. I have lost count of the number of times the good fellow well met attitude shown by a software vendor to a prospective buyer in the sales process, can very quickly turn to one of sudden arrogance once the contract is signed. The speed at which this change of attitude can happen is staggering in some cases. 
    • How important an understanding of the language that is used in both the sales presentation and sales proposals is. An understanding of not only the linguistics but, more importantly, what the practical meaning of these words or terms are to your project. That is, an understanding of what those words will mean once you sign the contract. For example; I recall on more than one past project, the sales proposals from the vendor clearly stated data migration was the client's responsibility. In my opinion this is as it should be. However what each of these separate vendors did not say in their proposal was:
      • The newly released version of the software had no tool at all available to import data. Of course a tool would have to be developed, at the client's expense. 
      • That the only viable method to get clean, validated data into the system was to use a tool they had developed. This expense was of course omitted from the sales proposal and was an additional cost to the client. Something they had not budgeted for.
    In both these experiences, it wasn't what the sales people said that caused the problem, it was what they omitted to say that was key.

    The issues highlighted in these examples can easily be avoided. In one example I was called in to manage the project after someone else had helped the client select the product and the vendor. The other the company did not feel there was value in having someone like me help them select as the vendor seemed to be helping and they felt they had the selection under control. However the additional cost of those traps could have easily been avoided. In these cases the additional cost would have more than covered my costs. While the additional cost of souring the relationship and the mistrust it developed is not directly quantifiable, it is no less real and the implementation suffered because of it.

    Steps I feel you need to take to help avoid these situations are:

    • Put the relationship with the vendor to the test, before you sign the contact. It is critical you use some form of relationship measurement in your selection criteria and not just your system functional scores. You should have a good feel for how the relationship is going but a key test comes when you negotiate over contract clauses and the provisions aimed at ensuring they are held accountable for the quality of their delivery. This process will provide some insight into how amenable they will be to suggestions that are outside the norm for them. Remember there is an 85% plus failure rate in this industry and doing what has been done before and expecting a different result is ... (Einstein's definition of insanity).
    • Avoid the situation of a delivery team and an implementation team completely. I normally do this by outlining early in the selection process that there is an expectation that the people who demonstrate the system to you will be the same people who help you implement the system. Vendor's don't like this for a number of reasons and I fully understand them. However my view is they need to comply otherwise they may be trying to hide something.
    • Identify the unspoken meaning behind the language in the sales process before you sign the contract. Remember it is in what the vendors don't say, rather than in what they do say to a prospect that matters. Be specific in what you understand the situation to be and don't be frightened to recheck if you don't feel you have it right. Don't get me wrong, there are a lot of good vendors and wonderful people working in the software vendor community, but there are as many that are not as well.
    • Get an experienced advisor to help.
    If you or anyone you know is looking;
    • To improve the way their business operates 
    • To improve the way they leverage their current system
    • To replace their current system
    give me a call for a confidential discussion on the best way to achieve this.

    P.S. Did you know, a growing number of clients are asking me to be on retainer so they can access me on call.


    Thursday, 18 October 2018

    Digital Transformation



    I was speaking at a function for business leaders recently when a question regarding what to expect when undertaking a digital transformation project came up. The premise of the question was this individual's company had recently undertaken a project to select and implement a new ERP system, which is often the backbone of a wider digital transformation effort, and this process opened the flood gates to all sorts of issues and problems for them. They were asking how they could have avoided such upheaval. 

    My response was essentially that they should have expected some level of upheaval because a successful transformation project should in fact do exactly that, transform the business. A transformation project does not occur in isolation or without change. The old adage of you cannot make scrambled eggs without cracking a few shells applies here. It should engage the whole company and as such will make someone uncomfortable. It will in fact, put many company wide sacred cows under the microscope and force them to be defended. This inspection, of course, is not always welcomed. There are corporate political power plays to protect and existing staff and executive ranks become uncomfortable when decisions they have previously made suddenly are being questioned. As Ray Dalio mentions in his book "Principles", when this level of accountability or investigation occurs:

    "people tend to be more defensive than self-critical".

    And so it seems as if all manner of problems and issues suddenly appear. But has anything really changed? My premise is no, not much has changed at all. These issues were always
    there but they were being hidden by other things. Things like the company culture, corporate politics and the unspoken knowns. It is similar to when you undertake an inventory reduction project or adopt lean principles. When you start work on the improvement it seems like all manner of problems start to occur. This perceived increase in problems is one reason why many of these projects start but don't finish. Executives often say these principles don't work or are not worth the effort. 


    Just like the rocks in the river metaphor, when you lower the level of the water (i.e your inventory levels) you expose the rocks (issues and problems). But rather than addressing those issues and making the rocks smaller and turn them into pebbles (attempt to remove the problem) executives will often default to saying this isn't working. When in fact what they are really saying is, we didn't stick with it long enough to reap the real benefits that are possible.

    Conflict can actually be one of the most healthy things to happen in your business. I wrote on the power of conflict in this article.

    How do you make sure your effort or project isn't overloaded with problems and issues? The steps I feel you should take are:


    • Expect problems and plan for them
    • Realise that good conflict is healthy, facilitate good conflict and remove bad conflict
    • Realise that between the "bad now" and the "good in the future" is a period of "we need to work through this"
    • Have an experienced guide by your side to help you anticipate the problems and provide guidance through the unknown
    • Ask great questions of your digital solutions partner to make sure they are both technically capable and culturally aligned with your vision for the business 
    • Make sure you backfill your best people and assign them to the project (See my article on succession planning)

    If you or anyone you know is looking;
    • To improve the way their business operates 
    • To improve the way they leverage their current system
    • To replace their current system
    Give me a call for a confidential discussion on the best way to achieve this.

    Friday, 14 September 2018

    Is Your ERP an Asset?

    I was having a discussion with a client recently. We were discussing the importance and value of getting a broad range of people, views and experiences involved in the software design sessions we were running at the time. He expressed some reservations about having so many people involved, and subsequently out of the business, at one time. I explained the reasoning and the benefits to him this way...

    I understand that when you see the number of people sitting in the boardroom discussing
    Image: Security-Net.com
    how the business currently operates and where improvements could be found, you do the quick calculation of their salaries multiplied by the number of people and by the number of hours we have them engaged in the discussion. I understand this can be a large number. I also understand that not everyone contributes to the discussion as deeply as some others. After doing the quick maths, you are wondering where is the value in incurring all this expense?

    So I suggested the following story. When he purchases a new piece of equipment and deploys it in his business, he can quickly see, touch and feel this shiny new asset he has bought. He can quickly see how this asset is contributing to his revenue because there is a tangible link between something he can feel and see and the revenue he sees on his P&L.

    However, unlike buying a new piece of equipment, when implementing a new software system appreciating the value is not quite so easy, particularly in the early stages of a software project. You certainly cannot touch and feel it as you can a piece of equipment. The ability of the people using the software system is not seen as such a benefit as seeing a driver sitting in the cabin of the machine when they are operating it. However, just because you cannot touch it, does not make the value of the asset you are building any less valuable to the business. In fact, done correctly, I would argue the asset can be more valuable than that piece of equipment.

    The process of building this asset (your new ERP system) can make it more valuable because:
    • the large range of people from different areas of the business all get to see and fully understand the other parts of the business. Something that is often missing from a business operation. When sitting in workshops there is often a realisation of: 
      • what work others actually do.
      • how things actually connect. (You would think the staff of the business actually does know this – however, I am constantly surprised how little some areas of a business understand what other areas do.)
      • the impact of a job half done in one area has one another down the chain.
    • People genuinely see the end-to-end of the business and better understand what role they play in the customer experience.
    • The software often determines the business process you follow and therefore its use has a direct impact on the customer experience.
    • Your individual use of the system and the way in which you have it configured can provide you with a key element of your competitive advantage. Something that often stands the test of time, continues to bring benefits to the business in the long-term and does not depreciate like a piece of machinery does.
    The real value of this asset is in a competitive advantage it creates for you through the deep understanding and skill of utilising the asset. Just like a more skilful driver can extract more from the performance of a piece of machinery than another. Essentially it is the same asset but a different skillset using it. So by applying this higher skill level to your software creates the true improvement in the value of your business. As a result of your competitive advantage, you can then often justify higher margins than your competitors.

    So the more time you take to allow your staff to learn the working of this new tool, the deeper will be their understanding of the tool and the greater the reward when it is finally deployed and is running your business. Yes it is an investment and yes it can be expensive but when invested wisely, just like any other investment it can generate substantial rewards for your company.

    In order to be able to ensure your investment is well placed, the addition of an experienced independent advisor is likewise a well-placed investment. As I noted in a LinkedIn post recently, my best clients are often those who have tried and failed to implement an ERP before or who have been involved in such a project. I have discovered that they fully appreciate the value I bring. Wouldn't it be nice if those doing it for the first time wouldn't make the same mistake first?

    If you or anyone you know is looking -
    • to improve the way their business operates 
    • to improve the way they leverage their current ERP system
    • to replace their current ERP system
    then give me a call for a confidential discussion on the best way to achieve this.